Individual Perception and Decision-Making -...
Transcript of Individual Perception and Decision-Making -...
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Chapter 6
Individual Perception and Decision-Making
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After studying this chapter, you should be able to:
1. Define perception, and explain the factors that
influence it.
2. Identify the shortcuts individuals use in making
judgments about others.
3. Explain the link between perception and decision
making.
4. List and explain the common decision biases or
errors.
5. Contrast the three ethical decision criteria.
6. Define creativity, and discuss the three-
component model of creativity. 6-2
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4–3
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Perception
Perception: A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
The world as it is perceived is the world that is behaviorally important
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What Is Perception, and Why Is It Important?
• People’s behavior is
based on their
perception of what
reality is, not on reality
itself.
• The world as it is
perceived is the world
that is behaviorally
important.
Perception is the way people organize the massive amounts of information they receive into patterns that give it meaning. People will use their perceptions of reality, not reality itself, to decide how to behave.
Massive هائل Reality واقع
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Factors Influencing Perception
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Perception
Situation
Perceiver
Target
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Factors that Influence Perception
Novelty حداثة
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Person Perception:
Attribution Theory Our perception and judgment of others
is significantly influenced by our assumptions of the other person’s internal state.
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
In other words Suggests that perceivers try to “attribute” the observed behavior to a type of cause: internal or external
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Attribution Theory
Attribution Theory: Suggests that
perceivers try to “attribute” the observed behavior to a type of cause:
Internal – behavior is believed to be under the personal control of the individual
External – the person is forced into the behavior by outside events/causes
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Determinants of Attribution
Distinctiveness – whether an individual displays different behaviors in different situations (the uniqueness of the act)
Consensus – does everyone who faces a similar situation respond in the same way as the individual did
Consistency – does the person respond the same way over time
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Distinctiveness التمييس Unique ness تميس Con sen sus اجماع
Consistency اتساق
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Determination of Attribution
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Attribution Errors
.1 Fundamental attribution error:
Tendency to underestimate the
influence of external factors and
overestimate that of internal factors
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.2 Self-Serving Bias: Occurs when
individuals overestimate their own
(internal) influence on successes and overestimate the
external influences on their failures
It is “our” success but “their” failure
The basic process of attribution applies across cultures, but Western cultures tend to be more individualist, while Asian cultures are more group-oriented
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Common Shortcuts in Judging Others.
We use a number of shortcuts when we judge others. These techniques are frequently valuable: they allow us to make accurate perceptions rapidly and provide valid data for making predictions.
Understanding these shortcuts can help you recognize when they can result in significant distortions.
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Shortcuts Used in Judging Others
1. Selective Perception: A perceptual filtering process based on interests, background, and attitude
May allow observers to draw unwarranted conclusions from an ambiguous situation
2.Halo Effect: Drawing a general impression based on a single characteristic
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ambiguous غامط Halo هالة
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3. Contrast Effects: Our reaction is influenced by others we have recently encountered (the context of the observation)
4. Stereotyping: Judging someone on the basis of the perception of the group to which they belong
6-19 encountered تصادم مع Stereotyping تعميم _ لوالب
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Perceptions and Individual Decision Making
Decisions
Choices made from among alternatives developed from data as relevant
Decision making
occurs as a reaction to a perceived problem
Problem
A perceived discrepancy between the current state of affairs and a desired state
Perception Linkage:
All elements of problem identification and the decision-making process are influenced by perception.
Problems must be recognized
Data must be selected and evaluated
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0
Discrepancy تناقض
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The Link Between Perception and Decision Making
Decision making occurs as a reaction to a perceived problem
Perception influences:
Awareness that a problem exists
The interpretation and evaluation of information
Bias of analysis
and conclusions 6-21
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The Link Between Perceptions and Individual Decision Making
Perception of the decision
maker
Outcomes
Problem A perceived discrepancy between the current state of affairs and a desired state.
Decisions Choices made from among alternatives developed from data perceived as relevant.
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.1 Rational Decision-Making Model
1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluate the alternatives
6. Select the best alternative 6-23
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Assumptions of the Model
Complete knowledge of the situation
All relevant options are known in an unbiased manner
The decision-maker seeks the highest utility
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.2 Bounded Rationality
The limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize
People seek solutions that are satisfactory and sufficient, rather than optimal (they “satisfies”)
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Bounded محدود Assimilate يستوعب
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Bounded Rationality
Bounded rationality is constructing simplified models that extract the essential features from problems without capturing all their complexity
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Decision Making in Bounded Rationality
Simpler than rational decision making, decision making under bounded rationality is composed of three steps:
1. Limited search for criteria and alternatives – familiar criteria and easily found alternatives
2. Limited review of alternatives – focus alternatives, similar to those already in effect
3. Satisficing – selecting the first alternative that is “good enough” 6-27
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.3 Intuitive Decision Making
Intuitive decision making : An non-conscious process created out of distilled experience
Increases with experience
Can be a powerful complement to rational analysis in decision making 6-28
distilled مدروش _منمي
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Common Biases and Errors
Overconfidence Bias
As managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence
Anchoring Bias
A tendency to fixate on initial information and fail to adequately adjust for subsequent information
Confirmation Bias
Seeking out information that reaffirms our past choices and discounting information that contradicts past judgments
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Marketing تسويك Marketing تسويك Marketing تسويك
Marketin تسويك Marketin تسويك Marketin تسويك
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Common Biases and Errors Randomness Error
Believing that we can predict the outcome of random events
Availability Bias
Basing judgments on information that is readily available
Escalation of Commitment
Staying with a decision even when there is clear evidence that it is wrong
Risk Aversion
Preferring a sure thing over a risky outcome
Hindsight Bias
Believing falsely that we could have predicted the outcome of an event after that outcome is already known
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Marketing تسويك Marketing تسويك Marketing تسويك
Marketin تسويك Marketin تسويك Marketin تسويك
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Organizational Constraints on Decision Making
Performance evaluations
Reward systems
Formal regulations
Self-imposed time constraints
Historical precedents
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Ethical Frameworks for Decision Making
Utilitarian
Provide the greatest good for the greatest number
Rights
Make decisions consistent with fundamental liberties and privileges
Justice
Impose and enforce rules fairly and impartially so that there is equal distribution of benefits and costs
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Uti li tarian المنفعة liberties الحريات Privileges امتيازات
Justice عدالة Impose فرض
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Creativity in Decision Making
Creativity: The ability to produce novel and useful ideas
Helps people to:
See problems others can’t see
Better understand the problem
Identify all viable alternatives
Identify alternatives that aren’t readily apparent
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Three-Component Model of Creativity
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Expertise
Intrinsic Task
Motivation
Creative-Thinking
Skills
Intrinsic جوهري
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International Differences
Ethics
No global ethical standards exist
Need organizational-level guidance
Establish ethical principles to follow that are modified to reflect local cultural norms
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Implications for Managers
Perception:To increase productivity, influence workers’ perceptions of their jobs
To improve decision making:
1. Analyze the situation and adjust your decision approach
2. Be aware of biases and minimize their impact
3. Combine rational analysis with intuition
4. Try to enhance your creativity
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Keep in Mind…
1. People have inherent biases in perception and decision making
Understanding those biases allows for better prediction of behavior
2. Biases can be helpful
Managers must determine when the bias may be counterproductive
3. Creativity aids in decision making
Helps to appraise, understand, and identify problems
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Summary
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1. Defined perception and explained the factors that influence it.
2. Identified the shortcuts individuals use in making judgments about others.
3. Explained the link between perception and decision-making.
4. Listed and explained the common decision biases or errors.
5. Contrasted the three ethical decision criteria.
6. Defined creativity and discussed the three-component model of creativity.